1980年代開始,國防組織再造為當前國防建設的重大工作,而我國國軍依續進行「精進案」、「精實案」及「精粹案」,目標是進行國軍人力的裁減,本研究採用深度訪談法探究組織變革的內部溝通、組織結構調整的情況,以及組織變革對於國軍的工作保障影響和組織變革成效。 研究結果發現: 一、組織變革的內部溝通、組織結構調整對於國軍的影響:國軍普遍存在溝通管道是否暢通的疑慮,主要溝通疑慮在於意見是否能直接的向上級反應,意見的反應是否能獲取有效的回饋。 二、組織變革對於國軍工作保障之影響:面臨組織變革後,對於未來工作地點、內容、職務、陞遷、前途之憂慮,甚至對管理者的不信任等,這些不安和憂慮都可能影響組織成員的工作態度。 三、國軍對於組織變革成效的評價:國軍組織變革應進行上下良好的雙向溝通管道,使得上下對於變革之目標應為一致,並且對於變革之階段性目標亦應有良好之溝通,另外,對於變革造成身兼數職的情況應進行檢討及改善,以避免人力過度縮編而致負面的工作分配,導致成效不彰之情事發生。
Armed force organization changes have became the major tasks of present defense construction since 1980. The MND adopted the“Jingin”“Jinshi”and“Jingtsui” force streamlining program to restructure the armed force.This study took profundity interviewing method to conclude the effects of armed force organization changes on internal communicated, organization reformations, the work right guarantee and comprehensive evaluation of organization changes. The results found: ( I )The effects of armed force organization changes on internal communicated and organization reformations: Armed force exist channels of communication problems. The main concern is whether observations can communicate direct response to the higher. Whether the reaction opinions can obtain effective feedback. ( II )The organization changes influence on job security of Armed force: After organization changing, employee concern the work places, tasks, duties, promotion, and prospects in the future. Even they don’t trust the managers. The anxiety and worry may affect the attitude of the members of the organization. ( III )The evaluation of organizational change effectiveness for military: Military organization changes should set a good two-way communication channels, in order to the changing target should be consistent. For milestones of change should have a good communication. In addition, in the case of change caused by multiple roles should be reviewed and improved. In order to avoid excessive drawdown of human caused negative assignments, resulting in ineffective condition occurred.